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  • Author or Editor: Elena Antonacopoulou x
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Olga Andrianova and Elena Antonacopoulou

Despite the intensified interest and research on responsible manager’s workplace learning in the past decade as the need to integrate work, learning, and changes in society, we still know little about how responsible manager’s workplace learning happens in organisations. This chapter reviews the development of literature related to responsible managers’ workplace learning and how it is managed in the organisations by individual managers. The main argument of this chapter is that the responsible manager’s workplace learning shows a shift in the workplace learning literature from a traditional way of interventional workplace learning facilitated by centrally managed departments to new ways of providing employees with continuous learning opportunities which help the organisations to react to the changes with agility mindful of the prosocial behaviour that can guide their responses and the challenges in acting irresponsibly.

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Dimitrios Karolidis, Fotis Vouzas and Elena Antonacopoulou

This chapter discusses the manifestation and effects of individual resilience in the contemporary public administration settings and especially its relationship with organizational citizenship behavior (OCB). We use the term “individual resilience” to describe the personal process of bouncing back from adversity and staying effective through difficult circumstances. Today, public organizations are subjected to changes, requiring civil servants to run government like a business by providing both in-role and extra-role raised contributions such as working harder with fewer resources. We believe that resilient public sector employees can deal with present-day demanding jobs by interacting with their work environment and demonstrating advantageous attitudes and behaviors, like OCBs. These behaviors reflect individual extra-role behaviors which are discretionary, not recognized by the formal organizational rewards system, and are important for the effective functioning of any organization. We trust that both resilience and OCBs are necessary for further organizational efficiency and effectiveness, including the contemporary public sector as well. We build a model to describe how these two constructs are related in the current public administration domain and we offer suggestions for research opportunities that could advance our theoretical framework.